M-bARc: A B LUEPR inT FOR R ELiAB i LiTy

The initiative which began in 2012, based on an improved Work Management System (WMS) designed by the north American company, Strategic Asset Management inc. (SAMi), augments planning accuracy and bolsters linkages among the Maintenance, Materials and Operations Departments. From May 01, 2013, Theron Alexis, Manager, Maintenance embraced ownership of the implementation of the M-BARC reliability strategy, supported by coowners neela Ramnanan, Manager, Operations and David Martin, Manager, Materials.

Building on the SAMi model and consolidating input from global best practices and Methanex’s global Reliability Team, M-BARC is Methanex Trinidad’s strategic blueprint for increasing reliability and predictability. The MAxiMO system upgrade, an important tool in the success of the M-BARC reliability strategy, delivers another opportunity to enhance business performance and improve asset management and reliability.

in commenting on the process, Theron is reassured by the significant progress that the site has achieved and confirmed that “there are sustained improvements in overall site performance and the positive trending of key Performance indicators (kPis) in all baseline targets set for the site.” he noted, “we have fully implemented the planned maintenance portion of the strategy and we are currently focused on reinforcing proactive behaviour, shifting from repair-focused and managing defects, to reliabilityfocused and eliminating defects. involvement of the site has been exceptional and the level of engagement is continuously improving.”

The M-BARC strategy, integral to establishing a sustainable platform for future successes, also includes leadership training and development as key components, and aims to ensure alignment of ownership and competences throughout the organization. in championing the M-BARC site initiative, Theron emphasized the significance of people to the success of the strategy, both as “we improve processes, and change mindsets and behaviours.” he explained, “demonstrating by my actions that we can do it is imperative to the process. Additionally, the organization is the most important element, and if we do not get the people aspect right, the processes will fall apart. The salient differences between leadership and management define a process of continuous coaching in knowing when to use which lever.”

Methanex Trinidad is driven to be globally recognized as a world class leader in the methanol industry. Shifting from individual orientation to team orientation indicates that our reliability interface is reliant on collaboration among the Maintenance, Operations, Materials, and other Manufacturing teams. Meaningful and credible metrics embedded in the M-BARC strategy are also raising the bar on reliability and putting a focus on accountability. neela Ramnanan, Manager, Operations, characterized her role in the successful implementation of M-BARC, as one of reinforcing this message of continuous improvement in reliability and influencing behavioural changes in the Manufacturing team to be in alignment with achieving excellence. “Soliciting feedback and engaging managers and supervisors in actively pursuing areas of improvement are central to the process,” she indicated.

“Critical to our reliability objectives is the alignment of behaviours and systems across teams”, commented David Martin, Manager, Materials. “As such we have embedded our input and participation in the decision-making around work planning and scheduling. As we move forward, optimization of our supply chain process and outcomes, alongside collaborative coordination with our key customers, remains our focus.”

The M-BARC reliability strategy, coupled with a focus on accountability, predictability and proactive planning, places Methanex Trinidad on a steady path to achieving operational excellence and achievement of our Vision.